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Published on: February 16, 2011
Strategy development in small hospitals: stakeholder management in constrained circumstances
Rebecca Wells1, Shoou-Yih Daniel Lee, Jennifer McClure
1Department of Health Policy and Administration, College of Health and Human Development, Pennsylvania State University, University Park, USA.
Health Care Management Review
|September 11, 2004
Summary
Small hospital CEOs view competitive environments as dynamic and hostile, focusing on stakeholder negotiations to shape strategy. This research highlights how these vital healthcare providers adapt to survive and serve their communities.
Area of Science:
- Healthcare Management
- Organizational Strategy
- Rural Health Services
Background:
- Small hospitals are crucial for healthcare access in underserved communities.
- Understanding strategic adaptation in small hospitals is essential for their sustainability.
Purpose of the Study:
- To explore how chief executive officers (CEOs) of small hospitals perceive their competitive landscape.
- To understand the strategic evolution within small hospital organizations.
Main Methods:
- Conducted semistructured interviews with CEOs of seven small hospitals in Pennsylvania.
- Utilized systematic, semi-inductive analysis to interpret interview data.
Main Results:
- CEOs perceive their operating environments as highly dynamic and hostile.
- Strategic development is significantly influenced by ongoing negotiations with key stakeholders.
- Complexity of the environment was not a primary concern for CEOs.
Conclusions:
- Small hospital CEOs navigate challenging environments through continuous stakeholder engagement.
- Effective negotiation is key to translating strategic insights into actionable plans for small hospitals.
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